Strategic analysis in political markets

Abstract

Applies an established strategic framework of competitive market positioning to political parties, suggesting that political scientists who are currently analysing political marketing without reference to the marketing discipline, could benefit thereby. If the marketing paradigm is to influence another discipline, it must first be tendered in broad, generic terms, and address matters at the strategic level. Presents examples from many electoral contexts (or markets). The analysis requires that political parties in a democratic system be regarded as analogous to commercial organizations in industrial markets. In doing so, it eschews traditional political ascriptions such as left‐ and right‐wing. The labels used to describe the parties are leader, challenger, follower and nicher. This framework offers a competitive positioning map of the market that will inform marketing and campaign decisions, and guide strategic direction. Shows how fundamental issues such as competitive analysis, party/candidate positioning, and relevant strategies are brought to the political marketing context.

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